You lead a triple bottom line business as we've been discussing. In what ways is leading a triple bottom line business more difficult than leading a business that has a more singular focus and are there ways in which is less difficult than leading a business with a singular focus on profit? Yeah. I am sort of a half glass full girl. So, I think it's more complex because it's an optimization model not a maximization model, but I don't have a categorical mind. It's very hard for me to focus because everything is related to me. So, I prefer an optimization model and I think it's more reflective of reality that in essence if you put a maximization model into the world you're solving for one outcome that, that isn't actually truly sustainable in the world that we know. I think it's interesting diversity and optimization are both perceived to be harder to manage, more complex, but they lead to better decisioning. I think the studies are starting to show this. Can you give an example of what that might mean in practice optimization and diversity and how it might influence your decision-making? So, diversity and decision-making I think means that you're inviting if not recruiting more points of view into the decisioning process. You will in a sense have less common ground at the outset, but you will have a richer consideration of all the real factors that are influencing the best decision to make. Optimization I think it's a harder process to manage because you can't sort of take a linear approach. Not explained this well, but I think there's just more things going on at once that you have to keep track of and think of what the interdependencies are. So, you're really trying to balance multiple goals or pursue multiple goals and find the way that those are synergistic. Yes and mutually interdependent. But I think what we've done for a couple of 100 years now is insist on a maximization model that isn't eliminating those second order and interdependency effects. It's just ignoring them. So, we're opening the aperture of the camera lens and looking at everything that's going on. I keep a list called these things also happened because just because you aren't noticing them doesn't mean they aren't happening. Yeah. So, a final question then about you as a leader. So, in this space given what your bank is trying to do, given that it's a triple bottom line business you are managing lots of different goals as we've described, connecting with lots of different constituencies. What do you think makes you particularly successful in doing that so that if somebody else is aspiring to this and thinking, "I don't know if I can do that." Is there something that allows you to achieve this? To begin with it's not me, it's us. So, we believe that we do better together than apart. That's sort of a basic philosophy of the bank and that means we manage better when we listen to all the voices and when people have agency and accountability and authority. So, we're trying to delegate out decisioning not in a disorganized way, but we're trying to get more heads into the process. I often say let's put more different people in charge. Let's get those new points of view, let's get the diversity, let's get the optimization minds in there and let's get as many as we can. If I think about the world when we sort of bemoan 7 billion people because it seems like such a challenge. But that's 7 billion hidden geniuses and if we could find a way in an organized way to harness all that mental energy and imagination and vision, I think we'd actually make better choices and come up with better institutions and so that's what we're trying to do on a mini scale. That means a lot of emphasis on succession, not the succession like if someone gets hit by a bus who's going to go over them, but we're really trying to focus on how do we help people develop their skills and opportunity such that highest that they could possibly be so, they can take a large leading role in the organization.